Susan Cain, author of Quiet, celebrates introverts in this 19-minute TED Talk. They are the quiet and contemplative people who make up a third to half of the population but are often overlooked as leaders because their ideas come from working alone rather than in collaboration with others.

Research shows that introverts often are more successful managers of proactive employees, Cain says, because they let those employees run with their ideas rather than trying to put their own stamp on them. Introverts tend to be very careful and much less likely to take outsized risks.

Consider Apple co-founder Steve Wozniak, inventing what became the first Apple computer alone at his desk at Hewlett-Packard, says Cain. Wozniak's partnership with his co-founder Steve Jobs is a perfect example of introvert/extrovert collaboration.

For Cain, introverts' contributions of creativity and productivity are underappreciated. If you are an extroverted manager or leader, consider how to include introverts for teamwork. And if you are an introvert thrust into the spotlight, imagine tapping the talents of extroverts.

The problems we face "in the fields like science and economics are so vast and so complex, we are going to need armies of people coming together to solve them working together," Cain says. And, the "more freedom we give to introverts, the more likely they are to come up with their own unique solutions to these problems."

In this 21-minute TED Talk, Cuddy demonstrates "power poses" that help people radiate self-confidence when they take their seats in a meeting and show they are at ease with themselves and their ideas.

In an experiment, people practiced high or low power poses and then went to a stressful five-minute job interview. Everyone wanted to hire the high power posers not because their answers were polished or their ideas were great, but because they were "bringing their true selves, basically." And being yourself, as it turns out, is a great way to communicate.

Cuddy's power pose: Arms akimbo, legs apart, looking like "Wonder Woman." The powerless pose: Body scrunched up, making yourself tiny. Watch the video: It's easy, and takes a mere two minutes to practice the power pose.

Cuddy, a professor and researcher at Harvard Business School, says power is about how you react to stress as much as it is about being dominant. Her exercise takes practice. A lot of practice. Cuddy's mantra is "Fake it until you become it."

The power pose effectively boosts testosterone (a dominance hormone) and lowers cortisol (a stress hormone). Why that matters: You don't want a high power leader who's dominant, high on testosterone, but is really stress reactive. You want a person who is powerful, and assertive and dominant but "not really stress reactive, the person who is laid back."

Meng, an engineer at Google in the early days, started the "Search Inside Yourself" course there and it's also the title of his 2012 book.

He likes to deliver the "good news and the even better news," and in 54 minutes he does just that.

We are all capable, he says, of training ourselves to react calmly no matter what the situation. The even better news is it can be done in as little as seven weeks. Mindfulness is "paying attention in a particular way on purpose in the present moment non-judgmentally."

How can that help a manager or leader?

For one, you become more aware of emotions, to the point where you can turn off anger as it arises. You become more self-aware of your values and motivations and, therefore, better able to spot good opportunities. And, you can make a habit of happiness, one of the top attributes of a leader.

One exercise: Every hour, randomly pick out someone and say silently, I want this person to be happy. That feeling of happiness is reflected on your face and in your manner and people gravitate to you.

Happiness matters especially if you are a manager or a leader, says Meng. "Top managers love people and they want to be loved – it turns out being loved is good for your career, especially if you are the boss."

Not everyone believes that stress is a bad thing, and those who adopt a positive mindset might luck out, according to Heidi Grant Halvorson, who reports on research from Yale's Alia Crum and Peter Salovey, Yale's president-elect, and Chris Argyris, professor of psychology, and Shawn Achor, author of The Happiness Advantage.

They found that those employees who considered stress an enhancing influence — compared with those who thought it debilitating — reported "having better health, greater life satisfaction, and superior work performance," says Halvorson.

Nearly 400 employees of a financial institution were studied. Those with the "stress-is-enhancing" mindset were more likely to seek helpful feedback while under stress and they also experienced the "optimal" level of cortisol (the stress hormone).

"It turns out that both too much and too little cortisol release in response to a stressor can have negative physiological consequences. But with the stress-is-enhancing mindset, cortisol release is — like Baby Bear's porridge — just right," writes Halvorson.

One in three Americans report living with higher levels of stress than are healthy, according to the American Psychological Association's latest "Stress in America" survey.

This forum at the Harvard School of Public Health discusses stress from multiple points of view, including job-related stress. Unhealthy workplace environments can produce stress, but leaders can change that.

"I as the CEO can decide to open things up, teach people how to have more respect for each other and I can also start with the individuals and have them have more respect for each other and the company will change ,'' says Ellen Langer, professor of psychology at Harvard.

"Some of this sounds sort of soft and pie in the sky but I don't think it is," she says. What makes the difference is a growing awareness that people are becoming sick by the behaviors they are engaging in — "I have to win, I have to get there first."